Isabella Carter
Psychologist Bruce Tuckman first introduced the concept of the stages of team development in 1965, outlining four stages: Forming, Storming, Norming, and Performing. In 1977, Tuckman and doctoral student Mary Ann Jensen added a fifth stage, Adjourning, resulting in the FSNPA model. Each stage represents a unique phase in the group development process, with members experiencing different dynamics as they build trust, navigate conflicts, and work towards shared goals. Understanding these stages helps leaders provide the right support to foster effective teamwork and collaboration. The five stages of team development are commonly known as Forming, Storming, Norming, Performing, and Adjourning, and they provide a useful framework for recognizing and enhancing team performance.
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What You'll Learn
- Forming: Team members meet, feel excited and anxious, and establish initial dynamics
- Storming: Conflict arises as roles and work styles are defined, and power struggles occur
- Norming: Members resolve problems, improve communication, and refocus on shared goals
- Performing: Team members feel satisfied with progress, share insights, and are aware of strengths and weaknesses
- Adjourning: The team disengages, concludes tasks, and says goodbye
Forming: Team members meet, feel excited and anxious, and establish initial dynamics
The forming stage is the first stage of team development, where team members meet for the first time. It is a critical phase as it sets the tone for the rest of the team's journey towards becoming a high-performing unit. During this stage, individuals experience a mix of excitement and anxiety. They are eager to be part of the team and enthusiastic about the work ahead, but they may also feel uncertain about their roles and how they will fit in with the group.
In the forming stage, it is essential for team leaders to facilitate introductions and create a welcoming environment. Leaders should highlight each person's skills and background, emphasizing their unique contributions to the team. Team members are also provided with project details and given the opportunity to organize their responsibilities. This stage involves establishing initial group dynamics, where individuals are still figuring out how they will interact with one another.
The forming stage is characterized by low productivity as the focus is primarily on team formation and getting to know one another. To guide the team effectively during this stage, it is crucial to set ground rules early on. Establishing clear guidelines for collaboration and a sense of structure can help navigate the uncertainty and set the team on a path towards success.
During this initial phase, team members often look to the leader for direction and guidance. They may be reluctant to engage in conflict and instead seek acceptance into the group. However, to advance to the next stage, each member must move beyond their comfort zone and embrace the possibility of disagreement. This transition occurs as the process of organizing tasks and processes brings interpersonal conflicts to the surface. Leadership, power dynamics, and structural issues become prominent, and the team must navigate these challenges to progress.
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Storming: Conflict arises as roles and work styles are defined, and power struggles occur
Conflict is an inevitable part of team development, and the storming stage is where such conflicts come to the fore. This stage, first identified by Bruce Tuckman in 1965, is characterised by conflict, disagreement, and competition among team members as they try to establish their roles, goals, and expectations.
During this stage, team members begin to define their roles and work styles, and power struggles often occur. This can create tension and discord within the group. However, it is important to recognise that these conflicts are necessary for the group to develop conflict resolution skills and strengthen team effectiveness. Team leaders play a crucial role in this regard, as their characteristics and leadership styles can either alleviate or aggravate the effects of power struggles. For instance, managers with high political skills can sense power struggles and resolve conflicts, while autocratic leadership can amplify the negative impact of power struggles on team performance.
The storming stage can be triggered by various factors, such as unclear objectives, personality clashes, or different work styles. Team members may grapple with establishing clear roles, goals, and expectations, which can lead to increased tension. It is important for team leaders to provide support and guidance during this stage, encourage open and honest communication, and foster an environment where conflicts can be addressed constructively and respectfully.
To minimise the negative effects of the storming stage, it is essential to set clear expectations, define roles and goals early on, and promote a culture of open communication, respect, and collaboration. Encouraging team members to understand and appreciate different work styles and perspectives can also help reduce conflicts. By fostering a collaborative and innovative environment, the storming stage can become a valuable and rewarding experience that contributes to the team's growth and improvement.
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Norming: Members resolve problems, improve communication, and refocus on shared goals
The norming stage of team development is the third stage in Tuckman's group development model, which comprises forming, storming, norming, performing, and adjourning. This stage is crucial for fostering harmony and synergy within the group.
During the norming stage, team members actively work towards resolving discrepancies between their individual expectations and the reality of the team's experience. They begin to accept and appreciate each other's unique qualities and strengths, setting aside their differences and refocusing their energy on the team's shared goals. This shift in focus from individual interests to collective objectives is a pivotal aspect of the norming stage.
Communication and collaboration are enhanced during this phase. Team members feel more comfortable asking for help, providing constructive feedback, and sharing ideas. They develop a stronger sense of trust and interdependence, which fosters a cohesive team environment. Additionally, they become more committed to the group's goals and show increased productivity in both individual and collective endeavours.
The norming stage also presents an opportunity for shared leadership. While the team may have a designated leader, emergent leadership styles and a balancing of roles should begin to emerge. The assigned leader should encourage team members to take on leadership roles that align with their strengths and assigned tasks. This promotes a sense of value, inclusion, and appreciation within the team.
To facilitate a smooth transition through the norming stage, leaders should remind team members to adhere to established ground rules and work through any conflicts that may arise. While the team can still experience tension during this stage, particularly when establishing roles and task assignments, leaders should guide them in applying the conflict resolution skills acquired during the storming stage.
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Performing: Team members feel satisfied with progress, share insights, and are aware of strengths and weaknesses
The performing stage of team development is the penultimate phase in Bruce Tuckman's five-stage model, which outlines the typical journey that teams go through as they evolve into high-performing units. The first four stages of this model are forming, storming, norming, and performing, with adjourning as the final stage.
During the performing stage, team members feel satisfied with the team's progress. They are willing to share insights into personal and group processes and are aware of their own and each other's strengths and weaknesses. This awareness of individual and collective capabilities fosters a sense of consensus and cooperation within the team. The team is characterised by maturity, organisation, and functionality, with a clear and stable structure.
At this stage, team members are committed to the team's mission and goals. While problems and conflicts may still arise, they are addressed constructively through collaborative problem-solving. The team's focus shifts from interpersonal conflicts to task-related challenges, allowing them to work together effectively and efficiently. This maturity and ability to manage conflicts constructively distinguish the performing stage from the earlier storming and norming stages, which are often marked by uncertainty, conflict, and the establishment of group norms and expectations.
The performing stage is a critical phase in the team's development, as it signifies the team's ability to function as a cohesive and productive unit. It is important to recognise that the performing stage is not static, and changes in team composition or external factors can cause a regression to earlier stages. However, with ongoing evaluation and reflection, teams can successfully remain in the performing stage indefinitely, continuously optimising their collaboration and effectiveness.
Understanding the performing stage is crucial for team leaders and managers as it guides their support strategies. By recognising the unique dynamics and challenges of this stage, leaders can empower their teams to maintain their high-performance status and navigate through conflicts and changes effectively.
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Adjourning: The team disengages, concludes tasks, and says goodbye
Adjourning is the final stage of team development, first introduced by Bruce Tuckman and his doctoral student Mary Ann Jensen in 1977. This stage involves the termination of tasks and disengagement from relationships. It is a time when team members experience significant change and transition, often with a mix of emotions. While the team may still be performing productively, they also need to navigate their feelings about the impending conclusion of their work together.
During the adjourning stage, it is common for teams to go through a process of closure, which may include recognizing and celebrating the team's accomplishments and providing an opportunity for members to say goodbye and part ways amicably. This can be an emotional time, and it is not uncommon for feelings of apprehension or even a sense of minor crisis to arise as individuals grapple with the ending of their involvement in the group.
To effectively navigate the adjourning stage, it is important for team leaders to recognize the unique dynamics and emotions at play. Providing a structured conclusion that includes recognition for participation and achievement can help create a sense of closure and appreciation for the team's collective efforts. This may involve formal or informal recognition ceremonies, feedback sessions, or social gatherings where team members can reflect on their shared experiences and express their gratitude and well-wishes for one another.
Additionally, the adjourning stage is a crucial period for individual team members to reflect on their personal contributions and growth within the team. It is a time to acknowledge the strengths and weaknesses they have developed, the insights they have gained, and the relationships they have built. By fostering an environment of open dialogue and reflection, team leaders can support individuals in processing their experiences and preparing for their next steps, whether it is transitioning to new teams or projects, or moving on from the organization entirely.
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Frequently asked questions
The three stages of team development, as outlined by Tuckman, are Forming, Storming, and Norming. These stages describe the evolution of a group from strangers to a cohesive unit.
During the Forming stage, team members are getting to know each other and their roles within the group. There is often excitement and anxiety, as individuals are unsure of their place in the team. Productivity is typically low, as the focus is on team formation and structure.
The Storming stage is marked by conflict and tension as team members begin to define their roles and work styles. Clashes of opinions and power struggles are common, but these conflicts help the group develop important conflict resolution skills.
During the Norming stage, team members work to resolve discrepancies between individual expectations and the reality of the group's experience. They focus on establishing group harmony, improving communication, and shifting their energy towards the team's shared goals.
You'll know your team has reached the Norming stage when you observe more frequent and meaningful communication, an increased willingness to share ideas and ask for help, and the development of inside jokes or a shared language. Team members will also show increased productivity and a greater acceptance of others' opinions and experiences.
Note: While Tuckman's original model outlined these first three stages, he later added two additional stages: Performing and Adjourning.
